The world is not flat; it's bumpy and you can't see what's ahead. As new markets expand and globalization increases, opportunities are becoming harder to find.
www.ey.com/globalization
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
Professor Svante Andersson, Halmstad University, presented this lecture "The Born Global Firm – a challenge for theory and policy" as part of the Whitaker Institute's Distinguished Lecture Series at NUI Galway on 2nd March 2016.
There are a number of key factors management should consider before taking an IT-company abroad. This e-book examines some of those factors, specifically country attractiveness. We have a regional perspective and have examined Northern European countries with populations higher than 1 mill.
The findings in this e-book are based on benchmark reports, country statistics and interviews with 25 international managers.
A presentation of Mike Booker, Managing Director of The Network held at Esimies & Henkilöstö 2014 event 8th of May. Presentation includes statics and information about global talent trends, recruiting trends, global recruiting, finnish labour market, global talent survey and methods of job search.
Professor Svante Andersson, Halmstad University, presented this lecture "The Born Global Firm – a challenge for theory and policy" as part of the Whitaker Institute's Distinguished Lecture Series at NUI Galway on 2nd March 2016.
There are a number of key factors management should consider before taking an IT-company abroad. This e-book examines some of those factors, specifically country attractiveness. We have a regional perspective and have examined Northern European countries with populations higher than 1 mill.
The findings in this e-book are based on benchmark reports, country statistics and interviews with 25 international managers.
A presentation of Mike Booker, Managing Director of The Network held at Esimies & Henkilöstö 2014 event 8th of May. Presentation includes statics and information about global talent trends, recruiting trends, global recruiting, finnish labour market, global talent survey and methods of job search.
Expand A Sign USA has been able to help the Youth Soccer League showcase their teams and sponsors. The US Youth Soccer League is the largest youth sports organization in the United States and Expand A Sign is proud to be a part of the league since 2004, where teams and sponsors have been putting Feather and Wing Banners, Flying Banners, A-Frams, and Soccer Field Markers to the test.
To learn more visit:
http://www.expandasignusa.com/special-offers/soccer-industry
Read our commentary on the Trinidad and Tobago budgetary measures delivered by the Minister of Finance, the Honourable Mr. Colm Imbert, in Parliament on 30 September 2016, available online at www.ey.com/tt.
Barometer 2016: Social and economic performance of French digital business st...EY
The fifth edition of this annual barometer, realized in collaboration with France Digitale, presents the social and economic performance of French digital business start-up financed by venture capitalists.
More information on : ey.com/FR/FranceDigitale
Industrie du futur, le renouveau de l'industrie françaiseEY
Retrouvez la présentation d'Olivier Lluansi, associé EY responsable de l'accompagnement des projets de transformation industrielle, sur le renouveau de l'industrie française, diffusée à l'occasion des Assises de l'Industrie organisée par L'Usine Nouvelle le 3 novembre 2016 à Paris.
Plus d'informations : www.ey.com/FR/IndustrieDuFutur
Global Capital Confidence Barometer | How can you reshape your future before ...EY
The Global Capital Confidence Barometer gauges corporate confidence in the economic outlook, and identifies boardroom trends and practices in the way companies manage their Capital Agendas — EY framework for strategically managing capital. It is a regular survey of senior executives from large companies around the world, conducted by Thought Leadership Consulting, a Euromoney Institutional Investor company. Our panel comprises select global EY clients and contacts and regular Thought Leadership Consulting contributors.
European VC fund Buran Venture Capital and Startups.Watch have conducted the “Investment Catch-up” survey assessing investor attitudes towards the early stage market in Turkey and related factors. This is our first survey aiming to gauge investor sentiment in the Turkish venture capital space.
International Business Actions Internationalisation T.docxmariuse18nolet
International Business: Actions
Internationalisation Theories and Practices (I)
Business College
School of Management
Key Questions
What approaches to global strategy do firms take?How do organisations internationalise? How does international business manage its internal operations globally? How does international business manage its external operations (e.g. relationship with the host country/communities)?
Key Learning ObjectiveThis session will help you to understand the concepts of:
1) Michael E. Porter’s Diamond Model
2) Global Strategy – Ghosal & Nohria Matrix
3) Born Global Concept
Michael E. Porter’s Diamond ModelPorter argues that nations can create factors that promote competitive advantage of nations as well as stronger level of FDI.
RMIT University
School of Management
*
School of Management
Examples of National competitive AdvantagesAbundant, low-cost labor in ChinaMass of IT workers in IndiaHuge reserves of bauxite in AustraliaAbundant agricultural land in the USAOil in Saudi Arabia
RMIT University
School of Management
*
School of Management
Michael E. Porter’s Diamond Model
RMIT University
School of Management
*
School of Management
Michael Porter’s Diamond Model:
Sources of National Competitive Advantage
Firm strategy, structure, and rivalry – the presence of strong competitors at home serves as a national competitive advantage
Factor conditions – labour, natural resources, capital, technology, entrepreneurship, and know how
Demand conditions at home – the strengths and sophistication of customer demand
Related and supporting industries – availability of clusters of suppliers and complementary firms with distinctive competences
RMIT University
School of Management
*
School of Management
*
Industrial ClustersA concentration of suppliers and supporting firms from the same industry located within the same geographic area
Examples include: the Silicon Valley, fashion cluster in northern Italy, pharma cluster in Switzerland, footwear industry in Pusan, South Korea, and the IT industry in Bangalore, India
Can serve as a nation’s export platform
RMIT University
School of Management
*
School of Management
National PolicyProactive economic development plan enacted by the government to nurture or support promising industries sectors. Typical initiatives:
Tax incentives
Investment incentives
Monetary and fiscal policies
Rigorous educational systems
Investment in national infrastructure
Strong legal and regulatory systems(Examples: Japan, Dubai, and Ireland)
RMIT University
School of Management
*
School of Management
Activity 1: Diamond ModelPlease discuss the concept of Porter’s diamond model and apply it to one industry in one country.
RMIT University
School of Management
*
School of Management
Bartlett and Ghoshal’s Model of Internationalization Strategy
RMIT University
School of Management
*
School of Management
Source: Adapted from Bartlett and Ghoshal (1991)., Managing Acrocc Border, Harvar.
The concept and the practice of Impact Investing—or the placement of capital with
intent to generate positive social impact beyond fi nancial return—have grown and
matured signifi cantly over the past fi ve years. In 2008, the Monitor Institute took stock
of the emerging industry and characterized it as being on the precipice of passing from
a stage of “uncoordinated innovation” into one of “marketplace building.” Since 2008,
the Rockefeller Foundation has sought to help build that marketplace as well as hold
it accountable for its social and environmental impact goals. We have helped to build
networks, develop social impact ratings and reporting standards, cultivate new and
larger intermediaries and contribute to research and enabling policy environments.
“Industry building” is not often the remit of foundations, but our rationale for doing
so was clear: a functioning impact investing industry has the potential to complement
government and philanthropy by unlocking signifi cant resources to address the world’s
most pressing problems and to improve the lives of poor and vulnerable people.
Four years later, and as part of our commitment to learning and accountability within
the Foundation and to our partners and stakeholders, we undertook an independent
evaluation of our work in this arena. In March 2012, we presented to our Board the
results of this evaluation, undertaken by E.T. Jackson and Associates. It highlighted
a number of early successes and remaining challenges, many of which will shape our
activities in the months and years to come. As part of its evaluation, E.T. Jackson also
undertook a global scan of impact investing activity over the past four years so that
we could assess our progress in relation to the evolution of the broader fi eld. We
believe the results of the scan will also be informative for a number of other current
and future industry participants, and we are proud to contribute it to the growing
body of evaluative knowledge and research in this fi eld.
It is clear from our evaluation and scan, and from the growing body of research on
impact investing, that there exists great momentum and inspiring leadership in this
dynamic fi eld. More signifi cantly, there are promising signs here that together we can
play an important role in bringing about a more sustainable, resilient and equitable
future for humankind. We are honored to work with all of you on this journey.
Accelerating Impact: Achievements, Challenges and What's Next in Building the...The Rockefeller Foundation
Accelerating Impact, a report prepared by E.T. Jackson and Associates and commissioned by The Rockefeller Foundation as part of a third-party evaluation of our Impact Investing initiative, provides one of the most recent and comprehensive scans of the global impact investing industry to date. The research is informed in part by insights from interviews with more than 100 impact investing leaders from 11 countries.
The report examines the evolution of the field over the past four years as well as its current status, reflecting that the field has moved decisively from a phase of “uncoordinated innovation” to one of sustained “marketplace-building.” The report concludes by offering recommendations to industry leaders regarding the challenges and opportunities that may lie ahead.
INTERIM AND TRANSFORMATION LEADERS HAVE WORKED ACROSS
91 PER CENT OF THE GLOBE
-WIL Group survey highlights that agile, skilled and highly adaptable transformation leaders are essential in a dynamic and international business environment.
About WIL Group
www.wilgroup.net
For the first time, 13 leading interim and transitional management companies, operating in 32 countries around the world, have come together to form WIL Group (Worldwide Interim Leadership) to deliver truly global interim and transitional management solutions to clients around the world.
WIL Group‘s vision is to be the number one company for global interim and transition managers by offering a unique “international multi-sourcing” model that leverages the assets of each member firm and ensures the best talent is selected for assignments globally.
ECO/561 Week 6 Assignment Rubric
Individual Assignment: Challenges of Expansion to a Foreign LocationPurpose of Assignment
This week students will review and revise their Week 3 Research Analysis for Business assignment based on economic analysis and the feedback provided by their facilitator. Students will also expand their Week 3 analyses to evaluate the challenges of expanding their chosen company's production to a foreign market.
Tutorial help on Excel® and Word functions can be found on the Microsoft® Office website. There are also additional tutorials via the web offering support for Office products.
Grading Guide
Content
Met
Partially Met
Not Met
Comments:
Evaluated current global economic conditions and their effects on macroeconomic indicators in your selected country. Provided forecasts for population growth, gross domestic product (GDP) growth, GDP per capita growth, export growth, and sales growth.14 points
Evaluated any competitors' existing production in the chosen country. 11 points
Assessed sales forecasts in the selected country. 11 points
Categorized the type of economy that exists in your selected country as closed, mixed, or market. Explained the difference between these types of economies and how might this affect your expansion. 11 points
Assessed how the chosen country's current credit market conditions, especially interest rates and the availability of financing, affect demand for your product or service and your planning or operating decision for your production in that country. 11 points
Analyzed the role of the selected country's central bank on that country's economy. 11 points
Compared the availability, education, and job skills of the work force in the selected country. Discussed any additional challenges of international production, such as political stability, availability of government financing or other incentives, threat of capital controls, and exchange rate risks. 11 points
Explained any additional supply chain challenges you anticipate if attempting to make your product in your chosen country and selling the product in other countries. 11 points
Conclusion:
Created business strategies, including price and non-price strategies, based on your market structure to ensure the market share and potential market expansions and explore global opportunities for your business in a dynamic business environment and provide recommendations. 4 points
Develop a recommendation for how the firm can manage its future production by synthesizing the macroeconomic and microeconomic data presented. 4 points
Proposed how the firm's position within the market and among its competitors will allow it to take your recommended action. 4 points
Recommended strategies for the firm to sustain its success going forward by evaluating the findings from demand trends, price elasticity, current stage of the business cycle, and government. 4 points
Recommended any comparative adv ...
Expand A Sign USA has been able to help the Youth Soccer League showcase their teams and sponsors. The US Youth Soccer League is the largest youth sports organization in the United States and Expand A Sign is proud to be a part of the league since 2004, where teams and sponsors have been putting Feather and Wing Banners, Flying Banners, A-Frams, and Soccer Field Markers to the test.
To learn more visit:
http://www.expandasignusa.com/special-offers/soccer-industry
Read our commentary on the Trinidad and Tobago budgetary measures delivered by the Minister of Finance, the Honourable Mr. Colm Imbert, in Parliament on 30 September 2016, available online at www.ey.com/tt.
Barometer 2016: Social and economic performance of French digital business st...EY
The fifth edition of this annual barometer, realized in collaboration with France Digitale, presents the social and economic performance of French digital business start-up financed by venture capitalists.
More information on : ey.com/FR/FranceDigitale
Industrie du futur, le renouveau de l'industrie françaiseEY
Retrouvez la présentation d'Olivier Lluansi, associé EY responsable de l'accompagnement des projets de transformation industrielle, sur le renouveau de l'industrie française, diffusée à l'occasion des Assises de l'Industrie organisée par L'Usine Nouvelle le 3 novembre 2016 à Paris.
Plus d'informations : www.ey.com/FR/IndustrieDuFutur
Global Capital Confidence Barometer | How can you reshape your future before ...EY
The Global Capital Confidence Barometer gauges corporate confidence in the economic outlook, and identifies boardroom trends and practices in the way companies manage their Capital Agendas — EY framework for strategically managing capital. It is a regular survey of senior executives from large companies around the world, conducted by Thought Leadership Consulting, a Euromoney Institutional Investor company. Our panel comprises select global EY clients and contacts and regular Thought Leadership Consulting contributors.
European VC fund Buran Venture Capital and Startups.Watch have conducted the “Investment Catch-up” survey assessing investor attitudes towards the early stage market in Turkey and related factors. This is our first survey aiming to gauge investor sentiment in the Turkish venture capital space.
International Business Actions Internationalisation T.docxmariuse18nolet
International Business: Actions
Internationalisation Theories and Practices (I)
Business College
School of Management
Key Questions
What approaches to global strategy do firms take?How do organisations internationalise? How does international business manage its internal operations globally? How does international business manage its external operations (e.g. relationship with the host country/communities)?
Key Learning ObjectiveThis session will help you to understand the concepts of:
1) Michael E. Porter’s Diamond Model
2) Global Strategy – Ghosal & Nohria Matrix
3) Born Global Concept
Michael E. Porter’s Diamond ModelPorter argues that nations can create factors that promote competitive advantage of nations as well as stronger level of FDI.
RMIT University
School of Management
*
School of Management
Examples of National competitive AdvantagesAbundant, low-cost labor in ChinaMass of IT workers in IndiaHuge reserves of bauxite in AustraliaAbundant agricultural land in the USAOil in Saudi Arabia
RMIT University
School of Management
*
School of Management
Michael E. Porter’s Diamond Model
RMIT University
School of Management
*
School of Management
Michael Porter’s Diamond Model:
Sources of National Competitive Advantage
Firm strategy, structure, and rivalry – the presence of strong competitors at home serves as a national competitive advantage
Factor conditions – labour, natural resources, capital, technology, entrepreneurship, and know how
Demand conditions at home – the strengths and sophistication of customer demand
Related and supporting industries – availability of clusters of suppliers and complementary firms with distinctive competences
RMIT University
School of Management
*
School of Management
*
Industrial ClustersA concentration of suppliers and supporting firms from the same industry located within the same geographic area
Examples include: the Silicon Valley, fashion cluster in northern Italy, pharma cluster in Switzerland, footwear industry in Pusan, South Korea, and the IT industry in Bangalore, India
Can serve as a nation’s export platform
RMIT University
School of Management
*
School of Management
National PolicyProactive economic development plan enacted by the government to nurture or support promising industries sectors. Typical initiatives:
Tax incentives
Investment incentives
Monetary and fiscal policies
Rigorous educational systems
Investment in national infrastructure
Strong legal and regulatory systems(Examples: Japan, Dubai, and Ireland)
RMIT University
School of Management
*
School of Management
Activity 1: Diamond ModelPlease discuss the concept of Porter’s diamond model and apply it to one industry in one country.
RMIT University
School of Management
*
School of Management
Bartlett and Ghoshal’s Model of Internationalization Strategy
RMIT University
School of Management
*
School of Management
Source: Adapted from Bartlett and Ghoshal (1991)., Managing Acrocc Border, Harvar.
The concept and the practice of Impact Investing—or the placement of capital with
intent to generate positive social impact beyond fi nancial return—have grown and
matured signifi cantly over the past fi ve years. In 2008, the Monitor Institute took stock
of the emerging industry and characterized it as being on the precipice of passing from
a stage of “uncoordinated innovation” into one of “marketplace building.” Since 2008,
the Rockefeller Foundation has sought to help build that marketplace as well as hold
it accountable for its social and environmental impact goals. We have helped to build
networks, develop social impact ratings and reporting standards, cultivate new and
larger intermediaries and contribute to research and enabling policy environments.
“Industry building” is not often the remit of foundations, but our rationale for doing
so was clear: a functioning impact investing industry has the potential to complement
government and philanthropy by unlocking signifi cant resources to address the world’s
most pressing problems and to improve the lives of poor and vulnerable people.
Four years later, and as part of our commitment to learning and accountability within
the Foundation and to our partners and stakeholders, we undertook an independent
evaluation of our work in this arena. In March 2012, we presented to our Board the
results of this evaluation, undertaken by E.T. Jackson and Associates. It highlighted
a number of early successes and remaining challenges, many of which will shape our
activities in the months and years to come. As part of its evaluation, E.T. Jackson also
undertook a global scan of impact investing activity over the past four years so that
we could assess our progress in relation to the evolution of the broader fi eld. We
believe the results of the scan will also be informative for a number of other current
and future industry participants, and we are proud to contribute it to the growing
body of evaluative knowledge and research in this fi eld.
It is clear from our evaluation and scan, and from the growing body of research on
impact investing, that there exists great momentum and inspiring leadership in this
dynamic fi eld. More signifi cantly, there are promising signs here that together we can
play an important role in bringing about a more sustainable, resilient and equitable
future for humankind. We are honored to work with all of you on this journey.
Accelerating Impact: Achievements, Challenges and What's Next in Building the...The Rockefeller Foundation
Accelerating Impact, a report prepared by E.T. Jackson and Associates and commissioned by The Rockefeller Foundation as part of a third-party evaluation of our Impact Investing initiative, provides one of the most recent and comprehensive scans of the global impact investing industry to date. The research is informed in part by insights from interviews with more than 100 impact investing leaders from 11 countries.
The report examines the evolution of the field over the past four years as well as its current status, reflecting that the field has moved decisively from a phase of “uncoordinated innovation” to one of sustained “marketplace-building.” The report concludes by offering recommendations to industry leaders regarding the challenges and opportunities that may lie ahead.
INTERIM AND TRANSFORMATION LEADERS HAVE WORKED ACROSS
91 PER CENT OF THE GLOBE
-WIL Group survey highlights that agile, skilled and highly adaptable transformation leaders are essential in a dynamic and international business environment.
About WIL Group
www.wilgroup.net
For the first time, 13 leading interim and transitional management companies, operating in 32 countries around the world, have come together to form WIL Group (Worldwide Interim Leadership) to deliver truly global interim and transitional management solutions to clients around the world.
WIL Group‘s vision is to be the number one company for global interim and transition managers by offering a unique “international multi-sourcing” model that leverages the assets of each member firm and ensures the best talent is selected for assignments globally.
ECO/561 Week 6 Assignment Rubric
Individual Assignment: Challenges of Expansion to a Foreign LocationPurpose of Assignment
This week students will review and revise their Week 3 Research Analysis for Business assignment based on economic analysis and the feedback provided by their facilitator. Students will also expand their Week 3 analyses to evaluate the challenges of expanding their chosen company's production to a foreign market.
Tutorial help on Excel® and Word functions can be found on the Microsoft® Office website. There are also additional tutorials via the web offering support for Office products.
Grading Guide
Content
Met
Partially Met
Not Met
Comments:
Evaluated current global economic conditions and their effects on macroeconomic indicators in your selected country. Provided forecasts for population growth, gross domestic product (GDP) growth, GDP per capita growth, export growth, and sales growth.14 points
Evaluated any competitors' existing production in the chosen country. 11 points
Assessed sales forecasts in the selected country. 11 points
Categorized the type of economy that exists in your selected country as closed, mixed, or market. Explained the difference between these types of economies and how might this affect your expansion. 11 points
Assessed how the chosen country's current credit market conditions, especially interest rates and the availability of financing, affect demand for your product or service and your planning or operating decision for your production in that country. 11 points
Analyzed the role of the selected country's central bank on that country's economy. 11 points
Compared the availability, education, and job skills of the work force in the selected country. Discussed any additional challenges of international production, such as political stability, availability of government financing or other incentives, threat of capital controls, and exchange rate risks. 11 points
Explained any additional supply chain challenges you anticipate if attempting to make your product in your chosen country and selling the product in other countries. 11 points
Conclusion:
Created business strategies, including price and non-price strategies, based on your market structure to ensure the market share and potential market expansions and explore global opportunities for your business in a dynamic business environment and provide recommendations. 4 points
Develop a recommendation for how the firm can manage its future production by synthesizing the macroeconomic and microeconomic data presented. 4 points
Proposed how the firm's position within the market and among its competitors will allow it to take your recommended action. 4 points
Recommended strategies for the firm to sustain its success going forward by evaluating the findings from demand trends, price elasticity, current stage of the business cycle, and government. 4 points
Recommended any comparative adv ...
Discussion of Singapore SME Internationalization - Victor TayVictor Tay
Chairing of Discussion of SME Internationalization Policies
@ Oct 2021
Lee Kuan Yew School of Policy Studies
National University of Singapore
https//www.linkedin.com/in/victortay
email: victortay@globalcatalystadvisory.com
Singapore was founded in 1819 as the global trading post by British Sir Stamord Raffles. With that Singapore has become a unique country with Trade 3x its GDP and per capital at $65k/capital. Singapore's SMEs forms 99.1% of its economy. They are borned global, what is the status of their internationalization? What will accelerate their internationalization process?
The theme for this quarter is momentum meets uncertainty. The upward trend in crude oil, natural gas, LNG and refined product prices that began in Q1 continued into Q2. Crude oil markets began the quarter just below $100/bbl and have closed below that level on only two days since late April. As we begin Q3, there are increasing concerns about the health of the global economy and how that might affect oil and gas demand.
Quarterly analyst themes of oil and gas earnings, Q1 2022EY
Financial questions continued to attract the most attention of the analyst community, with major focus on how companies will respond to the war in Ukraine, elevated commodity prices and improved cash flows. Strategic questions focused on how the changing geopolitical environment will affect capital allocation in the short and long term. Operationally, all eyes were on the capacity of companies to step up asset utilization and bring new projects to market quickly. Explore the latest EY quarterly analysts themes.
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
EY Price Point: global oil and gas market outlookEY
As the last quarter of the second pandemic year draws to a close, we continue to see heightened contrast
between the medical and economic points of view. While COVID-19 cases are close to their all-time highs, so
are equity prices, and a leading investment bank declared (on 2 December, 2021 after the Omicron outbreak in South Africa) that it was “optimistic about the possibility of a vibrant 2022.” When news of the variant hit in
late November, the markets were rocked by the prospect of yet another round of local mobility restrictions and
an interrupted return to normal international travel patterns, on top of the Biden Administration’s announced
release of 50 million barrels of crude from the US Strategic Petroleum Reserve. So far though, with OPEC
standing by its planned gradual return to normal production, oil prices have stabilized, albeit below where they
were in mid-November. Henry Hub prices, always at the mercy of the weather, responded predictably to a
warmer-than-normal early winter in the US, falling from US$6.60/MMBtu in early October to below
US$4.00/MMBtu by mid-December. In Europe and Asia, following a short reprieve at the start of the quarter,
piped natural gas prices have spiked again on concerns triggered by Russian troop buildups on the Ukraine
border and uncertainties surrounding the Nordstream 2 pipeline. Looking forward, OPEC and the U.S. Energy
Information Administration (EIA) in their last forecasts of the year both projected that 2022 oil demand would
be above what we saw in 2019. Although time will tell if those forecasts are realized and other events could
intervene, the response to new virus outbreaks is well-practiced and the trade-off between public health and
economic reality has tipped toward a cautiously optimistic view.
EY Price Point: global oil and gas market outlook, Q2 April 2021EY
The theme for this quarter is governed. Apparent market balance at prices that could be sustainable is the product of calculated choices by market leaders and the cooperation of those who follow them. Economics played their customary role as well, with capital scarcity in North America taking about 2 million barrels per day out of the market, about half of the remaining gap in demand. While inventories are close to their pre-COVID-19 levels, there is still uncertainty. The resolution of the pandemic is in sight, but timing is unclear. Vaccine distribution in the US is having an impact but Europe is struggling to contain a third wave of infections. The taps have opened on economic stimulus, but it remains to be seen if policymakers have done enough or if they have overshot the mark.
The shape of the crude oil forward curve has fundamentally changed since the end of the last quarter. In late December of last year, the Brent forward curve was gradually increasing while today, the curve is backwardated. This is a clear sign that the market sees a short-term dynamic that is disconnected from the medium-to-long-term fundamentals. The lasting impact of the COVID-19 pandemic remains to be seen. While many have opined that COVID-19 marks a turning point in energy transition, the IEA recently released a five-year forecast of oil demand that shows steady growth, albeit at rates that are below historical expectations.
Gas markets are a paradox. At the Henry Hub and at LNG destinations, demand grows, investment lags and prices will occasionally attract attention. Traders, so far though, are unconvinced and futures prices don’t indicate imminent scarcity at any link in the value chain.
EY Price Point: global oil and gas market outlookEY
We enter 2021 on a note of cautious optimism for global health, the world economy, and the oil and gas markets. The first weeks of December brought approval in the US and the UK of the first of several COVID-19 vaccines. The speed with which vaccine development occurred is unprecedented, but certainly welcome. In the weeks following the early November announcement of 90+% effectiveness by the manufacturer of the first approved vaccine, the price of WTI crude oil increased by US$10/bbl to US$48/bbl, the highest level since early March. Sustainability hasn’t returned yet, and whatever time it takes to get the world to normal, it will take even longer for normalization within the oil and gas markets. Inventories remain at historically high levels and, optimistically, it will take until April before inventory returns to levels observed in the preceding five years. That’s an estimate, and there has obviously been some difficulty properly calibrating the expectations of how balance will return and how long it will take. In late November, OPEC met to adjust its output plans because of the anemic rebound in demand. In mid-December, the IEA lowered its demand forecast for 2021 due mostly to continued sluggishness in aviation fuel demand.
A mild winter has interrupted a recovery in North American natural gas prices after a run-up motivated by curtailed capital expenditures, upstream activity and production. After an initial meltdown, with cargo cancellations and dramatic price reversal, LNG markets have made a remarkable comeback, and the spread between Asia and Henry Hub has reached a level we haven’t seen in almost three years. It may be the case that interruption in FIDs has brought us to the cusp of a balance that can support reliable returns.
EY Price Point: global oil and gas market outlook (Q4, October 2020)EY
Oil and gas prices have recovered steadily from their lows and are relatively stable, but that stability is supported by the combination of purposeful withholding of production by oil-producing countries and economic stress on upstream independents. Oil prices closed the quarter roughly where they started it, while refining spreads were down slightly. LNG spreads were substantially higher at the end of Q3 than they were at the beginning of the quarter but are still roughly half of what is generally thought of as sustainable.
Going forward, the market will be looking closely at how the economy and demand respond to new developments with respect to a potential COVID-19 vaccine and the US election.
EY Price Point: global oil and gas market outlookEY
As we close the second quarter of 2020, in most of Europe and Asia, the first (and hopefully last) wave of the COVID-19 crisis appears to be abating. In the parts of the US where the virus hit early, the profile has largely matched Europe’s, while in other parts, the urge to reopen businesses has trumped the desire to contain the virus and uncertainty looms. In the developing world, the crisis has just begun, but without the economic headroom and resources necessary to contain it. As the crisis unfolded, the effect on oil and gas demand has been predictable but difficult to gauge precisely and therefore difficult to manage.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
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• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
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3. About this report
The world is bumpy: globalization and new strategies for growth is the
third annual report from Ernst & Young exploring trends in globalization
and their impact on multinational companies. The report is based on the
following original research:
► A globalization index, that measures and tracks the performance of
the world’s 60 largest economies across five dimensions:
► Openness to trade
► Capital movements
► Exchange of technology and ideas
► Labor movements
► Cultural integration
► A survey of 1,000 senior executives from around the world
► A series of interviews with CEOs, leading academics and other
globalization experts
Page 3 The world is bumpy
4. Globalization continues to deepen
► After a brief pause in 2009, the overall average globalization score for the world’s
largest economies is estimated to have increased in 2011 and is expected to continue
increasing through 2015.
Average globalization score
4.35
4.3
Globalization indicator score
4.25
Predicted scores
4.2
Actual scores
4.15
4.1
4.05
4
2008 2009 2010 2011 2012 2013 2014 2015
Source: EY Globalization Index 2011
Page 4 The world is bumpy
5. The Globalization Index
► The Globalization Index was created to measure the extent to which the 60 largest
countries (by GDP) are connecting to the rest of the world.
► This table provides a breakdown by country (or, where applicable, territory) for each of
the five key categories most relevant to business for the top 10 countries in the index.
Change in Change in
Rank Country 2011 Score score score Trade Capital Labor Technology Culture
since 2010 since 1995
1 Hong Kong 7.42 -0.24 -1.91 9.8 7.4 4.6 6.0 9.3
2 Ireland 7.24 0.13 -2.50 6.7 7.8 6.0 9.5 5.8
3 Singapore 6.88 -0.14 -1.13 10.0 6.2 4.4 6.5 6.9
4 Belgium 5.81 -0.07 -1.40 6.4 6.8 5.2 6.1 4.0
5 Sweden 5.72 -0.11 -1.83 5.4 6.0 4.4 8.4 4.0
6 Denmark 5.70 0.21 -1.64 5.3 6.2 4.4 8.3 4.0
7 Netherlands 5.58 0.09 -1.15 6.3 5.8 4.9 6.5 4.0
8 Switzerland 5.46 -0.19 -1.70 4.9 5.4 6.3 5.9 4.8
9 Finland 5.39 -0.09 -1.72 5.0 5.6 4.0 8.1 3.8
10 Hungary 5.19 0.06 -1.07 6.4 5.1 4.5 5.7 3.8
Page 5 The world is bumpy
6. The focus of this program
Companies face a challenging and uncertain economic environment and
a highly competitive global marketplace, in which:
► Mature markets face sluggish growth prospects and high levels of
indebtedness.
► Rapid-growth markets, although expanding more quickly than
developed markets, are slowing.
► Competition is increasing as companies chase more elusive growth
prospects and as rapid-growth market companies grow
in sophistication.
► Policy is becoming more complex and uncertain.
► Operations are increasing in complexity and risk.
► Talent is becoming more scarce everywhere.
Page 6 The world is bumpy
8. Companies face four key challenges
1. Succeeding in rapid-growth markets is harder than it used to be. Costs are
rising, competition is becoming more intense and growth, while still rapid, is slowing.
Betting the future on rapid-growth markets just because they have the right
economic and demographic conditions is not enough.
2. One size does not fit all markets. As companies diversify into new markets, they
face increasing operational complexity. These include additional risks, such as
supply chain disruption, poor visibility into performance and lack of flexibility.
3. Policy has become more important and less predictable. An uncertain and
dynamic policy environment — especially rising protectionism — is causing concern.
Business leaders are also worried about rising in tax risk.
4. Good people are hard to find. Companies find it increasingly difficult to match
suitable candidates with available positions. Senior managers with local knowledge
are particularly scarce. In rapid-growth markets, increased competition for talent
from local players compounds the problem.
Page 8 The world is bumpy
9. 1. Succeeding in rapid-growth markets is
harder than it used to be
10. The challenge
► Companies are increasingly looking to rapid-growth markets as their
best opportunity for growth. Almost three-quarters say that these
markets will make a significant difference to their revenue growth.
Role of rapid growth markets in revenue growth
What role do you expect rapid-growth markets to play in the following aspects of your business over the next three years?
Not a significant role Significant role
Overall contribution to boosting revenue growth 10 72
International expansion plans 14 62
Contribution to boosting market share 15 54
Cost effectiveness (e.g., through outsourcing or access to low cost skills) 23 51
Source of new innovations 31 39
Source of high-quality operational talent 30 35
Source of high-quality managerial talent 38 29
Source: Globalization Survey 2011.
Please rate 1 to 5 where 1 is very significant and 5 is not at all significant. Shown: Percentage 4 or 5 vs. percentage 1 or 2 score. Base: Total (994).
Page 10 The world is bumpy
11. The challenge
► More than half of respondents think that these markets require longer
time horizons, and almost half believe that the cost of entering is
greater than expected.
► Companies face a squeeze on growth prospects in rapid-growth
markets:
► Increased competition from other multinationals and
increasingly sophisticated local players
► Slowing growth – respondents see asset price bubble as the
most likely risk to derail growth
► Potential bubbles
Page 11 The world is bumpy
12. Response: think like a start-up
Shed organizational baggage.
► Developed world multinationals have spent years refining their
business processes, but this can be a burden.
► Processes may be too rigid, business models tired and the
organization may lack flexibility.
► In order to succeed, they must:
► Shed their legacy processes and capabilities
► Rethink their approach from the ground up, and behave more like
a start-up
► Reinvent their business model to suit the local market
This will give them greater flexibility and capacity to respond quickly to
emerging opportunities and risks.
Page 12 The world is bumpy
13. Response: think like a start-up
Devise innovative strategies that will secure a quick pay-off.
► In the past, companies recognized that investments in rapid-growth
markets were long term.
► This worked as long as they could fund the new investments using
profits from their core markets.
► But with developed markets slowing, recycling this capital is no longer
an option.
► Instead, companies must:
► Develop innovative business models and solutions that will enable
them to earn a much quicker return
► Ensure that growth can be achieved in rapid-growth markets via
self-sustaining models, rather than though investment from profits
from developed markets
Page 13 The world is bumpy
14. Response: think like a start-up
Take a broader stakeholder view toward the investment.
► The financial crisis has reawakened the debate about the role of
business in society.
► Pure shareholder value creation is falling out of favor.
► Instead, companies need to take into account the needs of a broader
range of stakeholders, especially in rapid-growth markets.
► To succeed, companies must:
► Work closely with a wide range of stakeholders, including
government, local communities and their partners
► Understand the role of government in the private sector and where
the boundaries lie
► Become involved in the development of the country itself rather
than solely the investment, for example, through infrastructure
► Have a higher purpose that goes beyond pure economic logic to
think more holistically
Page 14 The world is bumpy
16. The challenge
► As companies adopt a more global approach, they inevitably
encounter greater complexity.
► Two-thirds say that they will increase the number of their external
partners over the next three years, and more than half say that their
supply chain will become more complex.
65
Number of external partners with whom your company works 62
69
54
Complexity of the supply chain 54
54
49
Exposure of the supply chain to risk of disruption 49
49
45
Proportion of operational functions that you outsource to external Total
42
providers Developed markets
51
Emerging markets
Q: Over the next three years, what change do you expect to see to the following aspects of your company’s operations? Please select increase, no change or decrease
for each item. Shown: Percentage increase. Base of companies with international supply chains: Total (551), developed markets (359), emerging markets (192).
Page 16 The world is bumpy
17. Response: adapt your approach to new
operational complexities
Integrate networks according to logically grouped markets.
► The need to strike a balance between global and local is a major
challenge for companies seeking to be relevant to local customers
while still deriving benefit from economies of scale.
► To address this challenge, companies must:
► Strike a careful balance between standardization and the need to
remain relevant and close to end-customers
► Develop hubs that can provide shared services or resources at a
regional level, yet still be close enough to the end-customers to
understand their specific needs and challenges
► Consider how groupings of adjoining markets can be created to
follow patterns of trade, which still take place largely within
geographic regions, as well as regional trade agreements
Page 17 The world is bumpy
18. Response: adapt your approach to new
operational complexities
Rethink approaches to outsourcing.
► A changing, uncertain world requires companies to be adaptable and
able to respond quickly to new opportunities and risks.
► Resources are fixed and tough to move, so will cause problems for
companies in need of flexibility.
► Instead, companies must:
► Shift their cost structure to one that is variable rather than fixed
► Use outsourcing to increase organizational flexibility and help
companies deal with a high degree of complexity
► Learn from the experiences of some rapid-growth market firms that
have adopted a simplified operating model from the outset
► But ensure that outsourcing does not lead to a loss of control
Page 18 The world is bumpy
19. Response: adapt your approach to new
operational complexities
Investigate the benefits of near-sourcing.
► In the past few decades, it has become accepted wisdom that
companies should offshore non-core functions, such as manufacturing,
to low-cost destinations such as China.
► But rising labor costs in these markets and volatile commodity markets
are causing some companies to question this.
► Instead they are:
► Assessing the fragility of their supply chains and determining
whether a new approach is appropriate
► Considering shifting their supply chain from a sea-based one to a
land-based one
► In some cases, bringing manufacturing back to developed markets,
like the US, to ensure security of supply and take advantage of high
labor capacity and lower prices for manufacturing assets
Page 19 The world is bumpy
20. 3. Policy has become more important and
unpredictable
21. The challenge
► More than half of our survey respondents say that an increase in
protectionism in the markets in which they operate could have a
negative impact on their growth prospects.
51
Overall growth prospects 52
49
36
Willingness to invest internationally 37
34
34
Plans for international expansion 35
33
33
International competitiveness 32
35
32
Supply chain and procurement costs 29
36
17
Time to market 16
19
16 Total
Ability to access appropriate skills and talent 15 Developed markets
16
Emerging markets
Q: Should there be a rise in protectionism in the overseas markets in which you operate, which of the following areas of your business would be
negatively affected? Base: Total (994), Developed markets (635), Emerging markets (359).
Page 21 The world is bumpy
22. The challenge
► There are concerns that governments could resort to protectionism to
bolster flagging economies. More than half of respondents think that a
deteriorating economic environment will cause a dramatic increase in
tit-for-tat protectionism.
New global financial crisis triggered by European sovereign 62
62
debt defaults 61
A deteriorating economic environment causes a dramatic 58
57
increase in tit-for-tat protectionism 59
58
Further round of quantitative easing in the US 59
57
Further capital controls in emerging markets to prevent 55
52
speculative flows of capital 60
53
Global economy falls into recession 55
49
An intensification of competitive currency devaluations by 49
47
policy-makers 51
36 Total
Significant upward revaluation of the Chinese currency 35 Developed markets
37 Emerging markets
Q: How likely do you think it is that the following scenarios will occur in the next 12 months? Please rate 1 to 5 where 1 is very likely and 5 is
not at all likely. Shown: Percentage of 1 or 2 scores. Base: Total (994), developed markets (635), emerging markets (359).
Page 22 The world is bumpy
23. Response: build a strategy for connecting
with governments
Engage with policy-makers to make the right decisions.
► Faced with a potential uptick in protectionism, many business leaders
may conclude that the issue is out of their hands.
► Only 15% of companies say they are fully prepared for an increase in
protectionism and have factored it into their strategic plans.
► But companies can take concrete steps:
► Engage with governments and trade departments to prevent
counterproductive measures
► Ensure that governments understand the economic benefits of
increased trade
► Consider shifting their supply chain from sea-based to land-based
► Correct misinformation among consumers about the impact
of globalization
Page 23 The world is bumpy
24. Response: build a strategy for connecting
with governments
Combine local knowledge with global co-ordination.
► The global tax environment has never been so fast-moving or
dynamic.
► 78% of the world’s largest companies say they are already
experiencing greater risk or uncertainty around legislation.
► To deal with this, companies can:
► Put in place a mix of local, on-the-ground knowledge – often
gained through outsourcing arrangements – with the ability to
coordinate at a global level
► Ensure that decisions that involve tax are taken in the context of
the company’s broader context and strategic goals
Page 24 The world is bumpy
25. Response: build a strategy for connecting
with governments
Build stronger relationships with tax administrations.
► Companies are encountering a high degree of tax risk, particularly
with cross-border investments.
► To deal with this challenge, companies should:
► Build transparent relationships with authorities so that issues can
be addressed early rather than waiting for an audit or controversy
► Where possible, explore the potential of forming enhanced
relationships and alternative dispute resolution mechanisms with
tax administrations
► Ensure a robust approach to maintaining adequate, easily
accessible documentation that can be provided when challenged
Page 25 The world is bumpy
27. The challenge
► Although the economic prospects of developed and emerging markets
are diverging, there is a common thread running across all markets:
companies everywhere find it increasingly difficult to match skilled
professionals with available positions.
Developed markets Equally challenging Fast-growth markets
Recruiting senior managers with local knowledge and
14 31 56
understanding
Retaining employees 16 36 48
Ensuring that salaries and benefit packages keep track with
18 37 45
local competition
Recruiting employees with appropriate experience 21 35 44
Addressing weaknesses in current talent pool 16 47 37
Forecasting talent requirements 13 50 36
Succession planning for top management talent 18 49 33
Measuring performance of employees 14 57 28
Q: Compared to this time 12 months ago, in which markets are you currently experiencing most difficulty in the following dimensions of talent management? Base: Total (994).
Page 27 The world is bumpy
28. Response: embrace bold approaches to
talent management
Put the best talent in the most promising markets.
► Many companies have been slow to send their top talent to rapid-
growth markets, sending people who are ―good enough‖ rather than
those who are best in class.
► Instead, companies should:
► Send the best talent available on the basis that these markets are
changing rapidly and are highly competitive
► Future-proof their talent by putting in place managers who will
have the skills and authority to lead the larger markets of
tomorrow, not just the smaller markets of today
Page 28 The world is bumpy
29. Response: embrace bold approaches to
talent management
Promote managers in line with the pace of the market.
► In rapid-growth markets, where employee churn can be 20%, and
where salaries are rising at a similar rate, companies need to consider
what will make them stand out as an attractive employer.
► This means that companies should:
► Invest heavily in training to prepare managers for future challenges
► Promote internally to show employees that they have significant
opportunities if they stay with the company
► Promote people sooner than you would in a more mature market,
even if this means giving them a level of responsibility that is
greater than their experience
Page 29 The world is bumpy
30. Response: embrace bold approaches to
talent management
Revamp the expatriate model.
► Traditional approaches to expatriate managers are becoming tired
and are rarely successful.
► Just 29% of respondents say that their company is effective at
relocating employees with minimum disruption.
► Instead, companies should:
► Work hard to ensure that expatriate postings are not only attractive
but also benefit from access to top management
► Give managers from rapid-growth markets exposure to more
developed markets through a ―reverse expat‖ experience
Page 30 The world is bumpy
32. What’s next?
► Global businesses face an ever-tightening squeeze of slowing growth,
increasing competition and increased volatility.
► Globalization continues its inexorable march, but the challenges of becoming
truly global are harder and the responses less clear-cut.
► Managing across divergent economic environments demands new
management capabilities and the ability to lead diverse teams across multiple
time zones and geographies
► To succeed in this environment, companies may need to give more decision-
making weight to the markets with the best growth potential, relocate key
executives to fast-growth markets and shift their focus to a model that takes
into account a broader range of stakeholders.
Page 32 The world is bumpy
33. Appendix: Measuring globalization
► The Globalization Index measures the performance of the world’s 60 largest economies
according to 20 separate indicators.
► The indicators fall into five broad categories: openness to trade, capital movements,
exchange of technology and ideas, labor movements, and cultural integration. These
factors have been weighted based on the significance placed upon each factor by 992
surveyed senior company executives doing international business. Subsidiary
indicators are also given sub-weightings within each category.
► The indicators chosen include both quantitative data and qualitative scores from a
range of trusted sources. The performance of countries is measured over time, so that
progress toward greater or lesser globalization since 1995 can be observed, with a
forecast of likely performance until 2015.
► Our Globalization Index measures ―relative‖ rather than ―absolute‖ globalization. This
means that an economy’s trade, investment, technology, labor and cultural integration
with other economies is measured relative to its GDP rather than by the absolute value
of these elements being exchanged. The Index, therefore, reflects the degree to which
the global integration of an economy is observable or experienced from within
that economy.
Page 33 The world is bumpy
34. Appendix: Globalization Index indicators
► The Globalization Index was created by identifying the key indicators of globalization
most relevant to business. The table below shows, for each of the headline categories,
the individual indicators used and their source. The categories were then weighted
according to the views captured in a survey of 992 business leaders.
Category and indicators Source
Movement of goods and services
Total trade (exports + imports) as %GDP National accounts
Trade openness (5=very high) Scored on 1-5 scale by EIU analysts
Tariff and non-tariff barriers (5=very low) Scored on 1-5 scale by EIU analysts
Ease of trading (cross-border) (5=very easy) Scored on 1-5 scale by EIU analysts
Current-account restrictions (5=very low) Scored on 1-5 scale by EIU analysts
Movement of capital and finance
FDI flows (in and out, % of GDP) IMF International Financial Statistics
Portfolio capital flows (in and out, %GDP) Scored on 1-5 scale by EIU analysts
Government policy towards foreign investment (5=very encouraging) Scored on 1-5 scale by EIU analysts
Expropriation risk (5=non-existent) Scored on 1-5 scale by EIU analysts
Investment protection schemes (5=very good) Scored on 1-5 scale by EIU analysts
Domestic favouritism by government (5=No favouritism; level playing) Scored on 1-5 scale by EIU analysts
Movement of labour
Net migration rate (per 1,000 population) United Nations
Current transfers (in and out, as %GDP) IMF International Financial Statistics
Hiring of foreign nationals (5=very easy) Scored on 1-5 scale by EIU analysts
Exchange of technology and ideas
R&D trade (in and out, as %GDP ) IMF Balance of Payment Statistics; EIU estimates
Broadband penetration International Telecommunications Union
Internet users International Telecommunications Union
Cultural integration
Tourism (in and out, per 1000 population) World Tourism Organization
International outgoing fixed telephone traffic (minutes) per capita International Telecommunications Union
Openness of national culture to foreign influence (5=very open) Scored on 1-5 scale by EIU analysts
Page 34 The world is bumpy